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| Preface | |
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| Introduction | |
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| Major Types of Leadership | |
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| Variations in Organizational Leadership | |
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| History of the Study of Organizational Leadership | |
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| Perennial Debates in Leadership Theory | |
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| A Discussion of Some Important Terms and Concepts | |
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| An Operational Definition of Leadership | |
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| Conclusion and Organization of the Book | |
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| Questions and Exercises | |
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| Scenario: The Story of Jim | |
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| Understanding Theories of Leadership and Leadership Styles | |
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| Use of a Causal-Chain Model to Compare Approaches and Theories | |
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| Contingency Factors | |
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| Types of Leaders | |
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| Conclusion | |
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| Questions and Exercises | |
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| Scenario: Leadership Analysis Based on Style Strengths and Situational Needs | |
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| Early Managerial and Transactional Theories of Leadership | |
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| Classical Management Theory | |
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| Trait Theory | |
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| Transactional Approaches | |
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| Conclusion | |
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| Questions and Exercises | |
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| Scenario: The Promotion to Unit Supervisor | |
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| Charismatic and Transformational Approaches | |
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| Conger and Kanungo's Charismatic Leadership Theory | |
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| Transformational Leadership Theory: Tichy and Devanna, Kouzes and Posner, and Bass | |
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| Comparing Transactional and Transformational Approaches to Leadership | |
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| Questions and Exercises | |
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| Scenario: Considering Change through Charisma, and Transformation | |
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| Distributed and Specialized Approaches to Leadership | |
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| Distributed Leadership Approaches | |
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| Specialized Approaches | |
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| Conclusion | |
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| Questions and Exercises | |
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| Scenario: Distributed Leadership | |
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| Scenario: Examining Gender, Power, and Ethics | |
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| Integrated Leadership Approaches | |
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| Chemers's Integrative Theory | |
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| Hunt's Synthesis | |
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| Van Wart's Leadership Action Cycle | |
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| Conclusion | |
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| Questions and Exercises | |
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| Scenario: How to Develop Jason Henderson? | |
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| Traits That Contribute to Leader Effectiveness | |
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| Self-confidence | |
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| Decisiveness | |
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| Resilience | |
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| Energy | |
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| Need for Achievement | |
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| Willingness to Assume Responsibility | |
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| Flexibility | |
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| A Service Mentality | |
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| Personal Integrity | |
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| Emotional Maturity | |
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| Conclusion | |
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| Questions and Exercises | |
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| Scenario: Using Traits to Select a Candidate | |
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| Skills That Contribute to Leader Effectiveness | |
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| Communication Skills | |
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| Social Skills | |
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| Influence Skills | |
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| Analytic Skills | |
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| Technical Skills | |
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| Continual Learning | |
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| Conclusion | |
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| Questions and Exercises | |
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| Scenario: Focusing on Skills in Development | |
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| Assessments by Leaders and the Goals to Which They Lead | |
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| Sources of Information | |
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| Assessment of the Organization and Its Environment | |
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| Constraints of Leadership | |
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| The Science and Art of Goal Setting | |
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| Selecting Major Goals | |
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| Conclusion | |
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| Questions and Exercises | |
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| Scenario: A Mediocre Unit | |
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| Scenario: An Agency Must Prepare for a Paradigm Shift | |
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| Task-Oriented Behaviors | |
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| The Underlying Logic of Each of the Behavior Domains | |
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| Monitoring and Assessing Work | |
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| Operations Planning | |
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| Clarifying Roles and Objectives | |
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| Informing | |
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| Delegating | |
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| Problem Solving | |
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| Managing Technical Innovation and Creativity | |
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| Conclusion | |
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| Questions and Exercises | |
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| Scenario: Using Task Behaviors as a Supervisor | |
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| People-Oriented Behaviors | |
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| Consulting | |
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| Planning and Organizing Personnel | |
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| Developing Staff | |
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| Motivating | |
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| Building and Managing Teams | |
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| Managing Conflict | |
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| Managing Personnel | |
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| Conclusion | |
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| Questions and Exercises | |
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| Scenario: Personnel Changes | |
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| Organizational-Oriented Behaviors | |
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| Scanning the Environment | |
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| Strategic Planning | |
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| Articulating the Mission and Vision | |
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| Networking and Partnering | |
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| Performing General Management Functions | |
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| Decision Making | |
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| Managing Organizational Change | |
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| Conclusion | |
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| Questions and Exercises | |
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| Scenario: Executive Trade-Offs | |
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| Leadership Development and Evaluation | |
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| The Nature of Leadership Development | |
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| Structured Experience and Associated Development Methods | |
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| Formal Training Design | |
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| Starting with an Action Research Model to Evaluate Leadership | |
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| Revisiting the Many Possible Definitions of Leadership | |
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| The Role of Context | |
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| Who Evaluates and How? | |
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| A Final Example of a Great Administrative Leader | |
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| Conclusion | |
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| Questions and Exercises | |
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| Assessment of Organizational Conditions and Leader Performance | |
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| General Instructions for the Assessment of Organizational Conditions and Leader Performance | |
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| References | |
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| Index | |
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| About the Author | |